1. BW Tuckman’s four stages of team development
Storming
Forming
Performing
Norming
there are different ideas of what the team should be doing
individuals adjust their behaviour to work effectively in the team
the team meets and agrees on basic goals
the team members achieve the agreed objectives efficiently

2. BW Tuckman’s four stages of team development
1 Forming: the team meets and agrees on basic goals
2 Storming: there are different ideas of what the team should be doing
3 Norming: individuals adjust their behaviour to work effectively in the team
4 Performing: the team members achieve the agreed objectives efficiently

3. Team-building activities

4. Roles in projects the maverick the workaholic the team player
the bully
the leader
This person imposes their personality on others, making other people feel bad in the workplace.
This person doesn’t know when to stop, and they often believe the office would collapse without them.
This person has a natural ability to fit in. They make positive contributions and build good relationships.
This character does things their own way. They may be effective, but they’re difficult to control.
This person has a natural ability to encourage others and take a project though to success.

5. Your role in a project team checklist
Are you creative and good at coming up with ideas?
How good are you at taking responsibility for implementing decisions?
How good are you at starting and completing tasks within a deadline?
Do you like working in teams or do you prefer working on your own?
How easy do you find it to take criticism of your ideas?
How flexible are you?
How easy do you find it to analyse a plan?

6. How to manage difficult people
Who are they potentially?
Someone who reports to you
Your boss
A colleague
A supplier
A customer
Issues to consider:
Communication style
Source of conflict
Strategies for resolving conflict
Making time
How to be positive
Team roles

7. Suggested answer to Writing 9 on page 53 of Student’s Book from TB page 58
Annual Appraisal Scheme Review
Introduction
An annual appraisal scheme was set up last year to improve staff motivation and communication within the company. We planned a review of the scheme after one year.
Procedure
Line managers ran appraisal interviews in December. Amongst other questions, staff were asked for their feedback on the scheme.
Findings
The feedback was mostly positive. The main criticisms of the scheme were that the interviews were too short (just 45 minutes) and that there was a lack of ‘objective measurement of performance’.

8. Suggested answer to Writing 9 on page 53 of Student’s Book from TB page 58 continued
Conclusions
The appraisal interview scheme should be maintained but with some minor adjustments. Recommendations
Run one-hour appraisal interviews this year, subject to:
1 the development of more objective performance indicators (F Berger to report back in January), and
2 the final approval of the Board of Directors

9. Managing your manager
What constitutes bad management in an international context?
Poorly defined objectives
Inadequate resources to achieve objectives
Lack of constructive feedback
Unavailability at times when input is needed
Unwillingness to help when things go wrong
Failure to appreciate cultural differences or issues
Lack of flexibility
Inconsistency

10. Discussion: do you agree or disagree?
A deadline is a deadline – it has to be met.
As an employee, if you do not understand your boss’s instructions, you need to have this clarified.
Men and women usually work best in mixed teams.
Giving gifts is a useful way to show respect.
Humour can help to develop good relationships in the work culture.
Shouting should be avoided in the workplace.
As a manager, it is not acceptable to employ your relatives.